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Influence: The Power of Persuasion

Influence: The Power of Persuasion. Learning Objectives. Distinguish power from influence Identify sources of power and targeted areas of influence professionally and personally Differentiate between the five influencing behavior styles and the advantages and disadvantages of each

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Influence: The Power of Persuasion

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  1. Influence: The Power of Persuasion

  2. Learning Objectives • Distinguish power from influence • Identify sources of power and targeted areas of influence professionally and personally • Differentiate between the five influencing behavior styles and the advantages and disadvantages of each • Determine which influencing behavior styles applied to real-life situations

  3. Power & Influence: Defined

  4. Power: ability, strength and authority

  5. Power Sources • Formal authority associated with your job, role, or office • Referred or delegated power from a person or group that you represent • Information, skills, expertise • Reputation for achievements and ability to get things done • Moral authority, based on the respect and admiration of others for the way you act on your principles • Personal power, based on self confidence and commitment to an idea

  6. Power is something you have and influence is something you do

  7. Influence: to sway or induce another to take action

  8. Influence… • is using power to move someone to help achieve your goal • conveys respect as compared to using direct power • results in action by the other that is voluntary rather than coerced

  9. Influence is the best choice when you have no legitimate power

  10. What do you use to get work done? • Position Power • Expert Power • Personal Power • Relationship Power

  11. Think of Someone you want to Influence…

  12. The Target of Influence helps us easily categorizes issues and areas we can and can’t control

  13. Proximity Relationship (strength) ME

  14. Influence Behavior styles: Self Assessment

  15. Influencing Styles • Competing • Avoiding • Accommodating • Compromising • Collaborating

  16. Break15 minutes

  17. Diagnose your Influence Behavior Style

  18. CompetitiveStyle • Highly goal-oriented and Relationships take on a lower priority • Uses aggressive behavior to resolve conflicts • Have a need to win; therefore others must lose, creating win-lose situations

  19. CompetitiveStyle • Good: If the decision is correct, it’s quick • Bad: Breed hostility and resentment

  20. Avoiding Style • Would rather hide and ignore conflict than resolve it; unassertive • Tend to give up personal goals and display passive behavior creating lose-lose situations

  21. Avoiding Style • Good: Maintain relationships that would be hurt by conflict • Bad: Overuse of the style leads to others walking over the avoider

  22. Accommodating Style • Ignore own goals and resolve conflict by giving in to others • unassertive and cooperative creating a you lose situation

  23. Accommodating Style • Good: Maintains relationships • Bad: May be taken advantage of

  24. Compromising Style • Willing to sacrifice some of their goals while persuading others to give up part of theirs • Assertive and cooperative-result is either win-lose or lose-lose

  25. Compromising Style • Good: Relationships maintained and conflicts are removed • Bad: May create less than ideal outcome and game playing

  26. Collaborating Style • View conflicts as problems to be solved finding solutions agreeable to all sides (win-win)

  27. Collaborating Style • Good: Both sides get what they want and negative feelings eliminated • Bad: Takes time and effort

  28. Appropriate use of influencing style

  29. Use a Competing Style when • conflict involving personal differences • relationships are not critical • others take advantage of noncompetitive behavior • in crisis • unpopular decisions need to be implemented

  30. Use an Avoiding Style when • stakes are not high • confrontation will hurt the relationship • you are unlikely to satisfying your wants • some else can resolve the conflict

  31. Use an Accommodating Style when • positive relationships outweigh other considerations • you are open to suggestions/changes • minimizing losses • harmony and stability are valued

  32. Use a Compromising Style when • no time restraints • important issues leave no simple solutions • all conflicting people are equal in power and have strong interests in different solutions

  33. Use a Collaborating Style when • time is not a concern • maintaining relationships is important • merging differing perspectives • gaining commitment through consensus building

  34. Action PlanTools/Takeaways

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